CEOs’ social and environmental activism attracts significant public and research interest. Positioned as an expression of personal morality, such activism is potentially highly influential because of CEOs’ public visibility and associated positional and resource-based power. This paper questions the assumption that CEO activism can only be explained in relation to individual moral action, and illuminates its wider social implications. We critically evaluate the recent upsurge in CEO activism by juxtaposing it against broader social activism, identifying its distinctive characteristics, and empirically (...) examining two recent ‘moral episodes’: the Deferred Action for Childhood Arrivals program and the Fetal Heartbeat Acts. Our analysis demonstrates that CEO activism is more heterogeneous than research to date has shown. Building on this analysis, a refined understanding of the character and morality of CEO activism is developed by establishing a typology of its forms. We conclude that while CEO activism is an important and potent new phenomenon, it may not be universally appropriate to regard CEOs as moral leaders. Instead, it is paramount to question the motives and effects of what CEOs do in the name of morality. (shrink)

Responding to calls for more substantive studies into ethical and responsible lobbying, we analyze data collected over a 5-year period in Brussels to explore how individual lobbyists understand the ethical dimensions of their work. Mobilizing insights from the sociology of the professions, we expose an emerging lobbying professionalism and unpack practitioners’ understandings of what being a professional lobbyist entails, focusing in particular on their espoused values of transparency and honesty. While expectations to lobby more transparently and honestly stem from political (...) institutions, we find individual lobbyists—acting as conduits—attempt to disseminate these expectations by setting limits that incite their clients to embrace what policymakers consider professional lobbying practice. Our study contributes to corporate political activity (CPA) scholarship by providing a professions-based understanding of ethical and responsible approaches to lobbying. We provide new insights into contextual and individual-level factors behind the emergence of such approaches, and elucidate implications of lobbying professionalism for business and European Union (EU) governance. (shrink)

Chief executive officers (CEOs) engage in activism when they take public stances on sensitive socio-political issues. In this study, we address the less-explored activities that constitute CEO activism beyond single stances as the activism is maintained over time. The data cover 6 years of campaign and media materials from a case company with several CEO-initiated activist campaigns. Our findings from an inductive analysis contribute to CEO activism theorizing in three ways. First, we extend CEO activism conceptually by identifying five underlying (...) activities that support a public stance: anchoring motivations, modeling action, taking agency, enduring criticism, and normalizing activism. Second, we bridge individual- and organization-level analyses by depicting how a CEO involves a company in activism through activities that justify interrelated topic frame and role frame. Third, we develop a processual model that includes the pre-stance, stance-taking, and post-stance phases and explains how the underlying activities are interrelated and follow a pattern that serves to maintain CEO activism. Accordingly, CEO activism includes activities, through the pre-stance, stance-taking, and post-stance phases, whereby a CEO deliberately engages personally and through a company in public debate about sensitive socio-political issues and the role of businesses in addressing them. (shrink)

The purpose of the current paper is to introduce the theoretical arguments of optimal distinctiveness literature in studying the relationship between CEO narcissism and corporate social responsibility. We focus on CSR scope conformity and CSR emphasis differentiation and introduce CEO narcissism as an important determinant of the extent to which the firm responds to these two types of strategic pressures. Our analysis is based on a sample of 509 firm-year observations over the 2006–2013 period. Fixed effects regression technique is used (...) to test our hypotheses. Our findings provide evidence that CEO narcissism is negatively related to CSR conformity and positively related to CSR differentiation strategies. We also find evidence that firm prior performance will moderate the relationship between CEO narcissism and CSR conformity but not CSR differentiation. (shrink)